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2017/2018  BA-BBLCV6000U  Fashion Entrepreneurship and Business Development

English Title
Fashion Entrepreneurship and Business Development

Course information

Language English
Course ECTS 7.5 ECTS
Type Elective
Level Bachelor
Duration One Semester
Start time of the course Autumn
Timetable Course schedule will be posted at calendar.cbs.dk
Min. participants 40
Max. participants 60
Study board
Study Board for BSc og MSc in Business, Language and Culture, BSc
Course coordinator
  • Fabian Csaba - Department of Management, Society and Communication (MSC)
Main academic disciplines
  • CSR and sustainability
  • Entrepreneurship
  • Marketing
Last updated on 24-05-2017

Relevant links

Learning objectives
To achieve the grade 12, students should meet the following learning objectives with no or only minor mistakes or errors:
  • Understand and reflect critically on the theory, concepts, tools and cases covered in the course
  • Demonstrate knowledge of the core concepts and contemporary condition of the fashion industry
  • Apply analytical frameworks of the course to identify opportunities and address challenges of fashion enterprises.
  • Present a convincing business plan for an upstart fashion business, a project which helps address challenges of growth and develop an established fashion enterprise, or an analysis of salient issues in the fashion industry or theory of fashion (business).
Prerequisites for registering for the exam
Number of mandatory activities: 1
Compulsory assignments (assessed approved/not approved)
Fashion business or industry project proposal written in groups.
Students can choose to submit the project proposal individually. it is, however, recommended to submit in groups.
Fashion Entrepreneurship and Business Development:
Exam ECTS 7,5
Examination form Oral exam based on written product

In order to participate in the oral exam, the written product must be handed in before the oral exam; by the set deadline. The grade is based on an overall assessment of the written product and the individual oral performance.
Individual or group exam Oral group exam based on written group product
Number of people in the group 2-5
Size of written product Max. 15 pages
Students can choose to submit a max. 10 page project individually. It is, however, advised to submit the project in groups.
Assignment type Project
Written product to be submitted on specified date and time.
15 min. per student, including examiners' discussion of grade, and informing plus explaining the grade
Preparation time No preparation
Grading scale 7-step scale
Examiner(s) Internal examiner and second internal examiner
Exam period Winter
Make-up exam/re-exam
Same examination form as the ordinary exam
Mundtlig prøve på baggrund af skriftligt produkt (revideret gruppe projekt ved sygdom under de mundtlige prøve eller dumpet eksamen mundtlig og individuel skriftlig opgave, ved sygdom under udarbejdelse af gruppeprojekt)
Description of the exam procedure

Presentation and discussion of business plan, business development project,  fashion industry analysis or fashion theory paper in exam project report

Course content and structure

This course introduces students to the fashion business and helps them develop the analytical and practical skills to help establish and develop sustainable fashion enterprises. The course starts with an outline of the contemporary structure and transformations of the fashion industry in Denmark and beyond. It identifies key trends and forces driving change, including globalization of sourcing and markets, digitalization and demand for more sustainable and responsible business practice. Drawing on the outline as well as company cases, the course will explore the main challenges faced by entrepreneurs as well as more established fashion enterprises, and the opportunities for developing succesful business models and strong brands in contemporary fashion. The course presents a framework for understanding different phases, critical moments and key value relationships in the growth of fashion companies. The framework addresses central aspects of running a fashion business and provides students practical insights and tools to deal with issues of finance, sourcing, CSR, design, production, sales channels, communication, legal affairs, IPR and brand building. Relating to fashion's networks and entrepreneurship ecosystem, we examine which resources emerging fashion entreprises have access to under which conditions.


During the course, the students should acquire the skills to competently formulate, develop or review business models of fashion companies and propose action to address challenges of business growth or analyze key issues in contemporary fashion.


The course draws on different disciplines, including fashion theory, entrepreneurship studies, business model theory, business economics, strategic brand management, CSR theory.


The course provides students with analytic concepts and practical knowledge and skills to help establish and develop sustainable fashion enterprises as entrepreneurs, consultants or business analysts.

Teaching methods
The course consists of 10 three-hour sessions which blend theoretical and practical approaches to fashion enterprise. The first part of the course places an emphasis on the introduction and discussion of theoretical perspectives and concepts. Gradually the focus shifts to presentations by fashion industry speakers, who share practical experiences and insights and provide the courses core illustrative case examples. In the latter stages, teaching guides students groups in developing their own fashion business project . The projects should either detail a business plans or model for a new fashion enterprise, or assist an established enterprises in developing selected aspects of their business. In the sessions, group will present their ideas and receive feedback from their peers and experienced fashion industry consultants, who also offer supervision in the preparation of the projects.
Feedback during the teaching period
Regular short assignment
Peer-to-peer feedback on proposals and case studies
Feedback on project proposal assignment
Student workload
Total student hours 206 hours
Participation in classes 30 hours
Readings for classes 100 hours
Research for fashion project assignment 30 hours
Completion of fashion business project 30 hours
Exam preparation 16 hours
Further Information

The course is developed and will be offered in close collaboration with Danish fashion industry associations and companies.


It seeks to build stronger relations between CBS and Danish fashion and help facilitate and encourage student internships and projects and research on business development in fashion. 

Expected literature

Aspers, P., & Godart, F. (2013). Sociology of fashion: Order and change. Annual Review of Sociology, 39, 171-192.


Berg, A.; Berlemann, B. & Hedrich, S. (2013), The global sourcing map – balancing cost, compliance, and capacity. McKinsey Apparel CPO Survey.


Bhardwaj, V. et al. (2011) A case study on the internationalization process of a ‘born-global’ fashion retailer, The International Review of Retail, Distribution and Consumer Research, 21:3, 293-307.


Bruce, M. & Daly, L. (2007) “Challenges of fashion buying and merchandising”, (chapter 3) Hines, Tony & Margaret Bruce (eds.) (2007), Fashion Marketing: Contemporary Issues. Oxford: Butterworth Heinemann. 188-216.


Brynjolfsson, Erik, Yu Jeffrey Hu, and Mohammad S. Rahman. "Competing in the age of omnichannel retailing." MIT Sloan Management Review 54.4 (2013): 23-29.


Clark, Hazel (2008) "Slow fashion - an Oxymoron-or a Promise for the Future...?" in Fashion Theory vol. 12:4. 427-446.


Entwistle; Joanne: "Sustainability and Fashion" (chapter 2) in: Fletcher, Kate and Mathilda Tham (eds.) (2014), Routledge Handbook of Sustainability and Fashion. UK: Routledge, pp. 13-24


Fletcher, Kate (2014): "Framing and expanding sustainability and fashion" (chapter 1) in: Fletcher, Kate and Mathilda Tham (eds.), Routledge Handbook of Sustainability and Fashion. UK: Routledge, pp. 25-32


Hansen, R., & Sia, S. K. (2015). Hummel's Digital Transformation Toward Omnichannel Retailing: Key Lessons Learned. MIS Quarterly Executive, 14(2).


Isenberg, D. (2011). The entrepreneurship ecosystem strategy as a new paradigm for economic policy: Principles for cultivating entrepreneurship. Presentation at the Institute of International and European Affairs.


Jonsson, S., & Lindbergh, J. (2013). The development of social capital and financing of entrepreneurial firms: From financial bootstrapping to bank funding. Entrepreneurship Theory and Practice, 37(4), 661-686.


Kozlowski, A., Bardecki, M., and Searcy, C., (2012), "Environmental Impacts in the Fashion Industry: A Life-cycle and Stakeholder Framework", Journal of Corporate Citizenship, Vol. 45 (Spring 2012), pp. 17-36.


Le Pechoux, Beatrice, Trevor J. Little and Cynthia L. Istook (2007), "Innovation management in creating new fashions" (chapter 8) Hines, Tony & Margaret Bruce (eds.) (2007), Fashion Marketing: Contemporary Issues. Oxford: Butterworth Heinemann. 188-216.


Macchion, Laura, Pamela Danese, and Andrea Vinelli. (2015) "Redefining supply network strategies to face changing environments. A study from the fashion and luxury industry." Operations Management Research 8.1-2 (2015): 15-31.


Manlow, V., & Nobbs, K. (2013). Form and function of luxury flagships: An international exploratory study of the meaning of the flagship store for managers and customers. Journal of Fashion Marketing and Management: An International Journal, 17(1), 49-64.


McRobbie, Angela (1998), "What Kind of Industry? From Getting Started to going Bust" + "A mixed Economy of Fashion Design", i British Fashion Design: Rag Trade or Image Industry? Routledge, pp. 69-101.


Moeran, Brian (2008), "Economic and cultural production as structural paradox: the case of international fashion magazine publishing", i: International Review of Sociology: Revue Internationale de Sociologie, vol. 18:2. Routledge/Taylor and Francis Group, s. 267-281.


Moroz, P. W., & Hindle, K. (2012). Entrepreneurship as a process: Toward harmonizing multiple perspectives. Entrepreneurship Theory and Practice, 36(4), 781-818.


Osterwalder, A. and Pigneur, Y. (2010), Business Model Generation, John Wiley & Sons, Inc., Hobroken, New Jersey. (excerpt)


Riegels Melchior, Marie (2010), "Denmark", Berg Encyclopedia of World Dress and Fashion: West Europe, vol. 8 (Lise Skov ad.). Berg/Oxford, s. 330-335.


Rinnebach, P. & Richter, S. (2014) Redefining Fashion Business Models. Today’s Challenges, Tomorrow’s Competitive Edge. Frankfurt: Kurt Salmon Ass.


Rocamora, Agnès (2011) "Hypertextuality and Remediation in the Fashion Media", in: Journalism Practice, 6:1, p. 92-106. Routledge


Skjold, Else (2014), "Towards Fashion Media for Sustainability", in: Kate Fletcher and Mathilda Tham (eds.): Routledge Handbook of Sustainability and Fashion., pp. 171-180.


Skov, L. (2012), Fashion Designers' Transition from School to Work in Denmark, 1980s-2000s. In: Careers in Creative Industries. ed. /Chris Mathieu. Abingdon: Routledge, 270-288


Spieth, P., Schneckenberg, D. and Ricart, J. E. (2014), Business model innovation – state of the art and future challenges for the field. R&D Management, 44: 237–247. doi: 10.1111/radm.12071


Taplin, Ian Malcolm. (2014) "Global Commodity Chains and Fast Fashion: How the apparel industry continues to re-invent itself." Competition & Change 18.3: 246-264.


Tran, Yen (2008) "The Danish Fashion Companies: Challenges for Growth". from Part III in Fashion in the Danish Experience Economy - Challenges for Growth. Frederiksberg, Samfundslitteratur, 63-82


Vangkilde, K. T. (2011). A Funky-Formal Fashion Collection: Struggling for a Creative Concept in HUGO BOSS. The Journal of Business Anthropology, 1-17.

Last updated on 24-05-2017